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摘 要
全业务运营时代来临，中国移动、中国电信、中国联通三足鼎力形成，中国通
信行业重组初期，张家界联通作为市场跟随者和后来者，必须在短期内构建稳定、
高效的营销渠道体系，来适应全业务运营需要，应对强大的张家界移动与电信，从
而争取在激烈的市场竞争中争得一席之地。

文章所研究的张家界联通分公司下辖两区两县，两区分别为永定区和武陵源
区；两县分别为慈利县和桑植县。拥有自营渠道、直销渠道、社会渠道、电子渠道
和二级渠道五大营销服务渠道，随着公司的不断发展壮大以及 3G 业务的上市，原
有渠道暴露出了各类问题，各渠道内部问题重重，渠道之间冲突不断，缺乏协作，
造成用户感知不断下降，渠道员工抱怨增加，业务拓展举步为艰，企业发展进入窘
境，再加上张家界移动与电信新移动成本优势带来的压力以及新电信移动业务的引
入，张家界联通面临前所未有的机遇和挑战。张家界联通渠道体系的梳理和重构已
经刻不容缓，以适应全业务环境下发展的需要。

三家通信运营商中，张家界联通起步最晚，底子最薄弱。那么在这种全业务运
营背景下，张家界联通要取得快速发展，只有充分发挥固网和移动网的融合业务优
势以及 3G 的业务优势，从而形成新的核心竞争力。要做到这一点，就必须调整原
有渠道体系结构，整合资源建立新的渠道体系和管理模式，以适应 3G 发展的需要，
这样才能确保张家界联通顺利实现战略转型。

来自美国西北大学的整合营销传播理论创始人 Don Schultz 教授曾指出：在产
品同质化的条件下，差异化竞争优势只能体现在运营商的“渠道”上。因此，营销
渠道已成为当今电信运营企业关注的重心，并成为他们在激烈市场竞争中立于不败
之地的法宝。

本文通过对张家界联通分公司具体实证研究，结合张家界联通渠道现状，深入
剖析，找出渠道存在的问题，然后从渠道体系建设入手，提出张家界联通渠道优化
具体举措，为张家界联通分公司的渠道体系建设提供可行性依据。

关键词：全业务；运营模式；营销渠道

Abstract
Whole business operation era coming, China Mobile, China Unicom, China
Telecom Chinese three full support formation, early recombination Chinese
communication industry, Zhangjiajie Unicomas the market follower and later, how to
build a stable, efficient marketing channel system in the short term, to adapt to the
business operation needs, with strong Zhangjiajie mobile and Telecom, thereby for a
space for one person to win in the fierce competition in the market.
The article studies the Zhangjiajie Unicom branch has connected the two counties,
districts of Yongding district and WuLingYuanOu respectively; The two counties
CiLiXian and SangZhiXian respectively. Owns proprietary channels, marketing channels,
social channels, electronic channels and secondary channel five channels of marketing
services, along with the continuous development of the company as well as the 3 g
business, the original channel has exposed various problems, various channels of internal
problems, conflict between channels, lack of co-ordination, cause the user perception of
falling, channel employees complain about increased, business development difficult, all
enterprises to develop into predicament, plus Zhangjiajie mobile telecom new mobile
cost advantage and pressure and the introduction of new mobile telecommunication
services, Zhangjiajie Unicom faces unprecedented opportunities and challenges.
Zhangjiajie Unicom channel system carding and refactoring is urgent, so as to adapt to
the needs of the development of the whole business environment
Three communication carriers, Zhangjiajie Unicom started late, weak foundation.
So in this whole business background, Zhangjiajie Unicom to achieve rapid development,
only by giving full play to the fixed network and mobile network integration business
advantage and 3G business advantages, to form the new competitive power. To do this,
we must adjust the original channel structure, integration of resources to establish
channels of system and the new management mode, to adapt to the needs of the
development of 3G, so as to ensure the smooth realization of the strategic transformation
of Zhangjiajie Unicom.
Founder of the theory of integrated marketing communications from northwestern
university professor Don Schultz has pointed out: under the condition of product
homogeneity, differentiated competitive advantage can only reflect on the channel of
operators. Therefore, the marketing channel has become the focus of the enterprise to
focus on today, and become their remaining invincible in the fierce market competition.
This article through to the Zhangjiajie Unicom company specific empirical research,
combined with Zhangjiajie Unicom channel status, in-depth analysis, find out the
channel problems, then from the beginning of the channel system construction, put
forward specific measures of Zhangjiajie Unicom channel optimization, providing the
feasible basis for the construction of Zhangjiajie Unicom channel system branch.
Keywords: full service; operation model; marketing channel

第 1 章 绪论
1.1 选题背景
2008 年电信行业进行重组，3G 运营牌照在国人的期待中发放，中
国通信行业原本由中国电信、中国联通、中国网通、中国移动、中国卫
通、中国铁通 6 家运营商组成，重组后，新移动由中国移动、中国铁通
合并而成，新联通由中国联通、中国网通合并而成，中国电信接收了中
国卫通的基础电信业务，同时中国联通的 CDMA 网络出售给中国电信。

3G 时代，中国通信行业，新电信、新移动、新联通三足鼎立已成，三
家均成为名副其实的全业务通信运营商。

文章所研究的张家界联通分公司下辖两区两县，两区分别为永定区
和武陵源区；两县分别为慈利县和桑植县。拥有自营渠道、直销渠道、
社会渠道、电子渠道和二级渠道五大营销服务渠道，随着公司的不断发
展壮大以及 3G 业务的上市，原有渠道暴露出了各类问题，各渠道内部
问题重重，渠道之间冲突不断，缺乏协作，造成用户感知不断下降，渠
道员工抱怨增加，业务拓展举步为艰，企业发展进入窘境，再加上张家
界移动与电信新移动成本优势带来的压力以及新电信移动业务的引入，
张家界联通面临前所未有的机遇和挑战。张家界联通渠道体系的梳理和
重构已经刻不容缓，以适应全业务环境下发展的需要。

三家通信运营商中，张家界联通起步最晚，底子最薄弱。那么在这
种全业务运营背景下，张家界联通要取得快速发展，只有充分发挥固网
和移动网的融合业务优势以及 3G 的业务优势，从而形成新的核心竞争
力。要做到这一点，就必须调整原有渠道体系结构，整合资源建立新的
渠道体系和管理模式，以适应 3G 发展的需要，这样才能确保张家界联
通顺利实现战略转型。

来自美国西北大学的整合营销传播理论创始人 Don Schultz 教授曾
指出：在产品同质化的条件下，差异化竞争优势只能体现在运营商的“渠
道”上。因此，营销渠道已成为当今电信运营企业关注的重心，并成为